More information is also listed on LinkedIn via The Law Society.
December 2010 In her introductory paragraph, Patricia Wheatley Burt makes the point that, if law firms had not previously understood the relevance of leadership, the great financial crisis has brought home to many that clear leadership is required if a firm is to flourish and prosper. Context is everything, and in the remainder of the book the author explores the different forms of leadership which might be appropriate in the light of the circumstances of a particular firmand the aptitudes and abilities of its leader.
Helpfully, at an early stage the author debates the distinctions between leadership on the one hand and management on the other. She concludes that leadership is having vision, strategy and goals; management is making it happen. She also warns of the dangers of muddling up these two.
Against this background, the book addresses the range of options available for law firms and the consequent impact on leadership structures. This then leads into a consideration ofleadership structures following the introduction of alternative business structures (ABSs) on 6 th October 2011. While the author has researched this area in detail, wider lessons drawn from outside the legal profession might have been helpful. For example, while the book makes a certain equation between the legal structure of a firm and the implications for leadership, the connections are not inevitable. Indeed, for many years after its IPO, Goldman Sachs successfully operated a partnership model notwithstanding the high levels of accountability associated with its IPO. The reconciliation here of course is the question of governance. In my view, clear governance provisions will be as important as sound leadership, the right structure and a clear strategy if an ABS is to succeed.
Addressing the importance of matching leadership style to the needs of the firm, Patricia Wheatley Burt reviews the five transition phases of a firm before drawing on the experience of many well-known managing partners who share their experiences for the benefit of readers. From this emerges the key question: where is the firm now and where does it want to be? Leaders of course require followers but not in the sense of slavish adherents. This theme is developed into a useful consideration of the behaviours and key traits for leaders and the related question of cultural change within a firm. All of this, of course, points towards the notion of career leaders, individuals who will serve their time as professional leaders of law firms but then move on as they will have given up their client list along the way. Developing the theme that to really see the benefits of the managing partner role, firms need to create a recognisable career path, including a structured entry, exit and succession plan, leads inexorably to the idea of the formation of a cadre of professional managers within the legal profession (not all of whom will be lawyers).
The Legal Services Act affects every law firm in England and Wales. Some will be affected more than others. All must consider their future strategy and the leadership required to help achieve that. This book provides helpful signposts along what for many could be a difficult and daunting path.
Helpfully, at an early stage the author debates the distinctions between leadership on the one hand and management on the other. She concludes that leadership is having vision, strategy and goals; management is making it happen. She also warns of the dangers of muddling up these two.
Against this background, the book addresses the range of options available for law firms and the consequent impact on leadership structures. This then leads into a consideration ofleadership structures following the introduction of alternative business structures (ABSs) on 6 th October 2011. While the author has researched this area in detail, wider lessons drawn from outside the legal profession might have been helpful. For example, while the book makes a certain equation between the legal structure of a firm and the implications for leadership, the connections are not inevitable. Indeed, for many years after its IPO, Goldman Sachs successfully operated a partnership model notwithstanding the high levels of accountability associated with its IPO. The reconciliation here of course is the question of governance. In my view, clear governance provisions will be as important as sound leadership, the right structure and a clear strategy if an ABS is to succeed.
Addressing the importance of matching leadership style to the needs of the firm, Patricia Wheatley Burt reviews the five transition phases of a firm before drawing on the experience of many well-known managing partners who share their experiences for the benefit of readers. From this emerges the key question: where is the firm now and where does it want to be? Leaders of course require followers but not in the sense of slavish adherents. This theme is developed into a useful consideration of the behaviours and key traits for leaders and the related question of cultural change within a firm. All of this, of course, points towards the notion of career leaders, individuals who will serve their time as professional leaders of law firms but then move on as they will have given up their client list along the way. Developing the theme that to really see the benefits of the managing partner role, firms need to create a recognisable career path, including a structured entry, exit and succession plan, leads inexorably to the idea of the formation of a cadre of professional managers within the legal profession (not all of whom will be lawyers).
The Legal Services Act affects every law firm in England and Wales. Some will be affected more than others. All must consider their future strategy and the leadership required to help achieve that. This book provides helpful signposts along what for many could be a difficult and daunting path.
As always we welcome feedback and want to hear from you, if you have queries or questions about this book "Leadership for Law Firms: After the Legal Services Act
" - let us know, we'd be happy to answer. contact us to buy your copy: patricia@trafalgarpeople.com